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Alan Martinovich

Partner

Head, Strategy & Organization Practice, USA

India, United States

Alan’s work is centered on helping clients accelerate profitable growth and create shareholder value

Alan Martinovich

Areas of Focus

Education

Columbia University
MBA
University of Toronto
Bachelor of Commerce

Past Experience

Treacy & Company
Managing Director
Level 3 Communications
Senior Director / Strategic Marketing

Alan Martinovich

Alan Martinovich is a Partner in the Boston office of Arthur D. Little, where he heads the North American Strategy & Organization practice. He has over twenty years of experience advising management on issues related to corporate competitiveness, business strategy, strategic marketing, and new product development. He has served both in an external advisory role to C-level executives and as an operating member of senior management teams. 

Prior to joining ADL, Alan served as the Managing Director of Treacy & Company, where he focused on helping Fortune 500 clients in the industrial, healthcare, and insurance sectors develop a disciplined approach to managing growth and shareholder value creation. 

Before Treacy & Company, Mr. Martinovich led the strategic marketing group at Level 3 Communications, a Fortune 500 telecommunications services company. During his tenure with Level 3, Mr. Martinovich played a leadership role in a number of successful corporate initiatives, including the creation of its voice over internet protocol (VOIP) strategy and the formation of its Enterprise Services Group. 

Prior to joining Level 3 Communications, Mr. Martinovich was a Manager with CSMG, a consultancy specializing in the interrelated sectors of telecommunications, IT, and media. Mr. Martinovich worked extensively with a range of industry players on issues related to corporate and business unit strategies, pricing and bundling strategy, marketing positioning, network optimization, and product line profitability. 

Mr. Martinovich received his MBA from Columbia Business School at Columbia University. He holds a Bachelor of Commerce in Economics and Marketing from the University of Toronto.

Unlocking sustainability value in private equity
Private equity
Unlocking sustainability value in private equity
Private equity (PE) is leaving billions of dollars in sustainability value on the table. While some practitioners focus on the value proposition of sustainability, the current status leaves much to be desired. Gaps in current approaches include cumbersome frameworks focused on risk compliance rather than value creation, difficulty capturing the financial benefits of a sustainability strategy, lack of clarity around which KPIs to track, and significant communication issues between general partners (GPs) and limited partners (LPs).
Find out more
IN TURBULENT TIMES, GO FOR THE TOP LINE
Private equity
IN TURBULENT TIMES, GO FOR THE TOP LINE
With interest rates and competition increasing, a value creation model relying on traditional cost-efficiency measures to improve profitability cannot alone maximize an investment portfolio’s value growth. Leading private equity (PE) funds are emphasizing underwriting for top-line growth in parallel, which provides both higher return potential and a more attractive, sustainable story for future investors. In this Viewpoint, we detail the options for achieving growth during turbulent times.
Find out more
Boosting innovation in industrial companies with corporate venturing
Automotive
Boosting innovation in industrial companies with corporate venturing
Niklas Brundin, Bill Reeves, Alan Martinovich
Innovation is at the core of the most successful companies, but as budgets are squeezed by short-term priorities, competition from nontraditional players, and market challenges, corporations must be judicious with their funds. While corporate venturing has historically been a less well-defined path to strategic value creation, its investment structure, nimble nature, and financial profile make it an attractive option if structured properly.
Find out more
How to build a unicorn in the post-pandemic inflationary world
How to build a unicorn in the post-pandemic inflationary world
The global boom in start-up valuations has abruptly stopped. What felt like never-ending growth in venture capital and private equity investments that created a conveyor belt of new tech disruptors has been replaced by a landscape of failed initial public offerings (IPOs), dramatically lower valuations, and job cuts. Q3 2022 saw 37 new USD1bn+ valued tech unicorns created – a year earlier, the figure had been 165. Venture funding dropped by over 50 percent year-on-year.
Find out more
Time to renew your pilot’s license?
Time to renew your pilot’s license?
Find out more
Sink or swim
Automotive
Sink or swim
Florent Nansé, Alan Martinovich, Bill Reeves
The US recreational boating market faces a variety of challenges today, including flattening growth with a deceleration of new boaters following the flooding of the market during the pandemic and a trending decrease in boat ownership. While increasing vertical integration led by the market leaders has provided benefits to customers, it has also challenged the position of boatbuilders, component providers, and engine manufacturers across the value chain.
Find out more
When global megatrends run amok
Petter Kilefors, Rebecka Axelsson Wadman, Bill Reeves, Alan Martinovich
Crises change our world. History tells a simple lesson — the deeper and more severe the crisis, the stronger the transformative effects on long-term societal development. Informative cases are abundant, ranging from the Black Death’s influence on reorganization of medieval agriculture to the ways the experiences of the combined tragedies of WWI and WWII transformed principles and mechanisms of managing the world economy. In retrospect, the long-term impact of these historical transformations has been associated with increasing growth and welfare.    
Find out more
The pandemic stress test
Alan Martinovich, Ben van der Schaaf, Florent Nansé
There’s an old joke that we may have all heard at one time or another: “My doctor asked me if I had ever had a stress test. Sure … it’s called life!” Today, and for some time to come, the COVID-19 pandemic has become part of our daily lives and is providing the biggest stress test of our lifetime.
Find out more
Growth in the new normal
Alan Martinovich, Petter Kilefors, Hariprasad Pichai, Bill Reeves
As challenging as the current economic headwinds may be, many of these forces are likely short-term idiosyncrasies of the post-COVID-19 economic recovery. We believe that several longer-term and even accelerating economic mega-trends will undoubtedly have a profound impact on the global economy in the next five years and must be addressed with immediate and serious executive attention. In this Viewpoint, we cover four global growth mega-trends: 
Find out more

Alan Martinovich

Alan Martinovich is a Partner in the Boston office of Arthur D. Little, where he heads the North American Strategy & Organization practice. He has over twenty years of experience advising management on issues related to corporate competitiveness, business strategy, strategic marketing, and new product development. He has served both in an external advisory role to C-level executives and as an operating member of senior management teams. 

Prior to joining ADL, Alan served as the Managing Director of Treacy & Company, where he focused on helping Fortune 500 clients in the industrial, healthcare, and insurance sectors develop a disciplined approach to managing growth and shareholder value creation. 

Before Treacy & Company, Mr. Martinovich led the strategic marketing group at Level 3 Communications, a Fortune 500 telecommunications services company. During his tenure with Level 3, Mr. Martinovich played a leadership role in a number of successful corporate initiatives, including the creation of its voice over internet protocol (VOIP) strategy and the formation of its Enterprise Services Group. 

Prior to joining Level 3 Communications, Mr. Martinovich was a Manager with CSMG, a consultancy specializing in the interrelated sectors of telecommunications, IT, and media. Mr. Martinovich worked extensively with a range of industry players on issues related to corporate and business unit strategies, pricing and bundling strategy, marketing positioning, network optimization, and product line profitability. 

Mr. Martinovich received his MBA from Columbia Business School at Columbia University. He holds a Bachelor of Commerce in Economics and Marketing from the University of Toronto.

Unlocking sustainability value in private equity
Private equity
Unlocking sustainability value in private equity
Private equity (PE) is leaving billions of dollars in sustainability value on the table. While some practitioners focus on the value proposition of sustainability, the current status leaves much to be desired. Gaps in current approaches include cumbersome frameworks focused on risk compliance rather than value creation, difficulty capturing the financial benefits of a sustainability strategy, lack of clarity around which KPIs to track, and significant communication issues between general partners (GPs) and limited partners (LPs).
Find out more
IN TURBULENT TIMES, GO FOR THE TOP LINE
Private equity
IN TURBULENT TIMES, GO FOR THE TOP LINE
With interest rates and competition increasing, a value creation model relying on traditional cost-efficiency measures to improve profitability cannot alone maximize an investment portfolio’s value growth. Leading private equity (PE) funds are emphasizing underwriting for top-line growth in parallel, which provides both higher return potential and a more attractive, sustainable story for future investors. In this Viewpoint, we detail the options for achieving growth during turbulent times.
Find out more
Boosting innovation in industrial companies with corporate venturing
Automotive
Boosting innovation in industrial companies with corporate venturing
Niklas Brundin, Bill Reeves, Alan Martinovich
Innovation is at the core of the most successful companies, but as budgets are squeezed by short-term priorities, competition from nontraditional players, and market challenges, corporations must be judicious with their funds. While corporate venturing has historically been a less well-defined path to strategic value creation, its investment structure, nimble nature, and financial profile make it an attractive option if structured properly.
Find out more
How to build a unicorn in the post-pandemic inflationary world
How to build a unicorn in the post-pandemic inflationary world
The global boom in start-up valuations has abruptly stopped. What felt like never-ending growth in venture capital and private equity investments that created a conveyor belt of new tech disruptors has been replaced by a landscape of failed initial public offerings (IPOs), dramatically lower valuations, and job cuts. Q3 2022 saw 37 new USD1bn+ valued tech unicorns created – a year earlier, the figure had been 165. Venture funding dropped by over 50 percent year-on-year.
Find out more
Time to renew your pilot’s license?
Time to renew your pilot’s license?
Find out more
Sink or swim
Automotive
Sink or swim
Florent Nansé, Alan Martinovich, Bill Reeves
The US recreational boating market faces a variety of challenges today, including flattening growth with a deceleration of new boaters following the flooding of the market during the pandemic and a trending decrease in boat ownership. While increasing vertical integration led by the market leaders has provided benefits to customers, it has also challenged the position of boatbuilders, component providers, and engine manufacturers across the value chain.
Find out more
When global megatrends run amok
Petter Kilefors, Rebecka Axelsson Wadman, Bill Reeves, Alan Martinovich
Crises change our world. History tells a simple lesson — the deeper and more severe the crisis, the stronger the transformative effects on long-term societal development. Informative cases are abundant, ranging from the Black Death’s influence on reorganization of medieval agriculture to the ways the experiences of the combined tragedies of WWI and WWII transformed principles and mechanisms of managing the world economy. In retrospect, the long-term impact of these historical transformations has been associated with increasing growth and welfare.    
Find out more
The pandemic stress test
Alan Martinovich, Ben van der Schaaf, Florent Nansé
There’s an old joke that we may have all heard at one time or another: “My doctor asked me if I had ever had a stress test. Sure … it’s called life!” Today, and for some time to come, the COVID-19 pandemic has become part of our daily lives and is providing the biggest stress test of our lifetime.
Find out more
Growth in the new normal
Alan Martinovich, Petter Kilefors, Hariprasad Pichai, Bill Reeves
As challenging as the current economic headwinds may be, many of these forces are likely short-term idiosyncrasies of the post-COVID-19 economic recovery. We believe that several longer-term and even accelerating economic mega-trends will undoubtedly have a profound impact on the global economy in the next five years and must be addressed with immediate and serious executive attention. In this Viewpoint, we cover four global growth mega-trends: 
Find out more

More About Alan
  • Columbia University
    MBA
  • University of Toronto
    Bachelor of Commerce
  • Treacy & Company
    Managing Director
  • Level 3 Communications
    Senior Director / Strategic Marketing